BANK BUKOPIN OVERVIEW. As of March 31, 2013 BANK BUKOPIN

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1 OVERVIEW As of March 31, 2013

2 Disclaimer IMPORTANT: The following forms part of, and should be read in conjunction with, this presentation. This report is prepared by PT. Bank Bukopin Tbk independently and is circulated for the purpose of general information only. It is not intended to the specific person who may receive this report. No warranty (expressed or implied) is made to the accuracy or completeness of the information. Some of the statements contained in this document contain forward looking statements with respect to the financial conditions, results of operations and businesses, and related plans and objectives. These Statements do not directly or exclusively relate to historical facts and reflect the Company s current intentions, plans, expectations, assumptions and beliefs about future events. The Statements involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those in the statements as originally made. Such statements are not, and should not be construed as a representation to future performance of the Company. Readers are urged to view all forward-looking statements contained herein with caution. 2

3 Table of Contents Overview Business Activity Competitive Strengths Financial Summary Strategic Plan 3

4 Overview 4

5 Financial Highlight Total Assets (Rp. Tn) Total Third Party Deposits (Rp. Tn) Saving Currenct Account Time Deposit Mar-12* Dec-12 Mar-13* Total Loans (Rp. Tn) Mar-12* Dec-12 Mar-13* Earning (Rp. Bn) Earning Before Tax Earning After Tax , Mar-12* Dec-12 Mar-13* Mar-12* Dec-12 Mar-13* * Unaudited 5

6 Shareholders Structure as of 31 March 2013 Koperasi Pegawai Bulog Seluruh Indonesia (KOPELINDO)/ Cooperative of Bulog Employees Government of Republic of Indonesia Yayasan Bina Sejahtera Warga Bulog (YABINSTRA)/ Foundation of Bulog Employees Koperasi Perkayuan APKINDO MPI (KOPKAPINDO)/ Cooperative of Indonesia Timber Public 31.72% 13.04% 9.40% 5.05% 40.79% 88.26% 77.57% PT Bukopin Finance PT Bank Syariah Bukopin 6

7 Industry Position Asset Rank 15 th Deposit Rank 13 th Loan Rank 13 th MANDIRI BRI BCA BNI NIAGA PANIN PERMATA DANAMON BTN BII OCBC NISP BANK JABAR BANTEN MEGA HSBC BUKOPIN CITIBANK UOB INDONESIA BTPN STANCHART 563,105 BRI 547,592 MANDIRI 436,795 BCA 321,534 BNI 192,613 NIAGA 141,789 PANIN 132,130 PERMATA 130,475 DANAMON 111,749 BII 111,161 BTN 79,142 OCBC NISP 67,069 MEGA 66,159 BUKOPIN 64,524 BANK JABAR BANTEN 62,764 UOB INDONESIA 61,762 BTPN 59,368 HSBC 59,090 CITIBANK 51,208 STANCHART 436,084 BRI 435,459 MANDIRI 370,278 BCA 248,993 BNI 144,144 NIAGA 101,503 PANIN 97,885 DANAMON 90,605 PERMATA 85,470 BTN 75,783 BII 60,168 OCBC NISP 51,308 UOB INDONESIA 51,114 BUKOPIN 47,548 HSBC 46,483 BTPN 44,477 BANK JABAR BANTEN 43,324 STANCHART 42,025 CITIBANK 26,408 MEGA 347, , , , ,708 91,766 91,533 86,955 75,411 74,319 52,085 45,000 42,840 38,470 38,340 35,054 31,131 31,035 26,986 Source: Bank s Publication as of Dec 2012, Bank Only In billion Rp 7

8 History and Key Milestone

9 Business Activity 9

10 Core Business Bank Bukopin s business activities of lending and funding includes four pillars which are Small and Medium Enterprises (SME), Micro Business, Consumer Business and Commercial Business. Objective: To become a top bank through focusing on value SME MICRO CONSUMER COMMERCIAL To be a key player in SME Banking To be a market leader in business to business Micro and a prime player for Rural Micro Banking To be a Preferred Partner for Mass, Mass Affluent Customers and Business Owners Sustain Current Market Position MAIN BUSINESS PILLARS Supported by Treasury Business, International Banking and Fee-Based Services 10

11 Competitive Strenghts 11

12 Positioned for Growth Experienced and Competent in SMEs and Micro Business Experienced Management Strategic Partnerships Leading Sophisticated Mid-Sized Bank Established Control and Risk Management Satisfying and Compatible Services Extensive Branch and Electronic Network 12

13 Strategic Partnerships BULOG National Food Logistic Agency Taspen State-owned pension company for civil servants Swamitra Community-based cooperative Bukopin s Strategic Partners Perusahaan Listrik Negara (PLN) Indonesia state-owned electricity company Jamsostek State-owned social security company for private sector workers Pertamina Indonesia state-owned oil extraction company 13

14 Strategic Partnership Bulog s network: 26 Regional Divisions 101 Sub-Regional Divisions 30 Logistic Offices 463 Warehouses Responsible for the maintenance of rice security, rice distribution and price control. Bank Bukopin is the major bank (60%) in financing Bulog and the other bank is BRI (40%). Bank Bukopin has a long-standing partnership with Bulog. Around 30.99% of Bank Bukopin s Commercial loan portfolio comprises loans to Bulog. Bank Bukopin provides financing to Bulog s food distribution supply chain from end-to-end. Bank Bukopin also assists Bulog with logistics information and accounting system management Bank Bukopin provides full serviced financing to 6 areas of regional division of Perum Bulog : West Java, East Java, DKI Jakarta, Bali, South Sulawesi & South Kalimantan Since the late 1990s, Bank Bukopin has developed Swamitra model. We provide Management Assistance, System and Procedure and IT System. Today, Bank Bukopin partners with 631 Swamitra with more than members across Indonesia. Cooperative members are mostly in the micro-business segment. Bank Bukopin provides loans to Swamitra, which then channels the loan to its members (two step loan). In Swamitra lending, members of the cooperative keep an eye on one another, to ensure repayments so as to protect the profitability of the cooperative. This leads to a low NPL ratio for Swamitra loans. Savings and loan cooperative 14

15 Strategic Partnership Social security for private sector workers Jamsostek manages social security for over 40 million private sector workers, of which over 11 million are active members, with total assets of over Rp. 137 trillion (US$ 14.1 Tn). Bank Bukopin has 38 outlets co-located at Jamsostek s offices. These outlets enable the deposit of contributions by and payment of Jamsostek claims to its members. Jamsostek owns a 6.14% stake in PT Bank Syariah Bukopin, in which Bank Bukopin controls 77.57% (the remaining shareholders are local funds). In line with Jamsostek s ongoing transformation from providing merely financial benefit to total benefit for its members (including housing and health benefits) Bank Bukopin is collaborating with Jamsostek to provide financing and cash management for the housing. Appointed as one of 16 institutions as pension fund payment agent. Bank Bukopin implemented personal financing to Taspen pensioners in 2Q 2010, under its micro financing segment. Repayments are through deduction from pension payments. Outstanding loans under the Taspen program have grown, to around Rp. 1,46 trillion by March Pension scheme for civil servants 15

16 Strategic Partnership State-owned electricity company Bank Bukopin currently serves 11 million out of 42 million PLN customers who pay their bills through around 56 banks. Bank Bukopin was the first commercial bank in Indonesia to establish the Payment Point On-line Bukopin (PPOB). It now has more than PPOBs across Indonesia. PPOBs can provide services to PLN customers such as billing payment, new PLN installation and PLN prepaid card for electricity. The PLN partnership has provided a boost to Bank Bukopin s fee-based income, cash management services, CASA accumulation and loan portfolio (note: As of 31 Mar 2013 fee-based income contributes around % of Bank Bukopin s total income). State-owned oil extraction company Bank Bukopin is one of 5 banks given exclusive right by Pertamina to receive payment for Pertamina s products (fuel and non-fuel). This arrangement commenced in April Bank Bukopin provides banking facilities (letters-of-credit/trade financing) and cash management services for Pertamina s operations. Pertamina-related transactions via Bank Bukopin currently average Rp. 2.3 trillion per month. 16

17 Satisfying and Compatible Services Providing arrays of products and services to fulfill customer needs Using technology as a strategic means to deliver services Improving human resources competencies as a key factor 17

18 Extensive Branch and Electronic Network As of Mar 31, 2013 Branches 36 Sub Branches 107 Cash Offices 141 Nanggroe Aceh Darussalam North Sumatera Riau Island Riau Jambi South Sumatera West Kalimantan East Kalimantan North Sulawesi Micro-Service Offices 87 Payment Point 42 Pickup Service 8 Total outlet 421 ATMs 389 Mini ATMs West Sumatera Lampung Banten DKI Jakarta Central Java D.I.Yogyakarta West Java South Kalimantan West Nusa Tenggara South Sulawesi East Java Bali East Nusa Tenggara Bank Bukopin s network is in 22 out of 33 provinces in Indonesia. Bank Bukopin s ATM card gives its holder access to all major ATM networks in Indonesia (including ATM BCA Prima, ATM Bersama and ATM Plus), comprising more than ATMs. Bank Bukopin s PPOB outlets across Indonesia reaches out to the urban and rural population. Our IT system provides real-time monitoring of each branch s transactions and positions. 18

19 Established Controls and Risk Management Active observation by Boards through Committee Risk management executed by each related unit (risk taking units) Implementation of risk management in Bank Bukopin covered 8 main risks * credit risk * legal risk * market risk * reputational risk * liquidity risk * strategic risk * operational risk * compliance risk Bank-wide risk management by Risk Management Division Internal control process Bank Bukopin has developed models and systems for risk management Bank Bukopin also regularly conduct stress testing, to forecast the impact of any external shock to the Bank s performance Risk Management Systems is executed according to internal and external rules Bank Bukopin has set and continously review various internal policies and guidance for controlling all risks faced The Risk Management Division is independent from risk taking units Beside the internal audit activity, there s also internal control units embedded to the risk taking units and an independent unit of compliance, all to establish comprehensive internal control system All transactional execution had to go through checker and approval system. There s also clear segregation between business and operational units 19

20 Experienced Management Glen Glenardi, President Director 27 years of experience Past experiences include: - Director of Micro and SME ( ) - Director of Cooperatives and Small Enterprises (1999) - Head of Credit for Cooperatives and Small Enterprises ( ) - Head of Cirebon Branch ( ) Tri Joko Prihanto, Finance & Planning Director 27 years of experience Past experiences include: - Director of Operations ( ) - Corporate Secretary ( ) - Group Business Head ( ) - Head of Human Resources ( ) - Head of Business Development for Cooperatives ( ) Agus Hernawan, Services & Distribution Director 27 years of experience Past experiences include: - Director of Consumer Banking ( ) - Group Business Head ( ) - Head of Bukopin branches ( ) Sunaryono, Risk Management, Compliance and Human Resources Development Director 24 years of experience Past experiences include: - Director of Risk Management and Compliance ( ) - Head of Business Development for Cooperatives and Small Enterprises ( ) - Group Head of Central Java Province ( ) - Head of Commercial Branches Supervision ( ) Sulistyohadi DS, SME and Cooperatives Director 25 years of experience Past experiences include: - Group Head for Institutional Business ( ) - Various positions within Bank Bukopin since 1988 Lamira S. Parwedi, Consumer Director 27 years of experience Past experiences include: - Group Head for Commercial Business ( ) - Group Business Head ( ) - Head of Commercial Business Segment ( ) Mikrowa Kirana, Commercial Director 27 years of experience Past experiences include: - Group Head for Commercial Business ( ) - Group Head for Commercial Business in West and Central Java ( ) - Group Business Head ( ) - Head of Kupang and Denpasar Branches ( ) 20

21 Experienced Management Mulia P. Nasution, President Commissioner Currently Chairman of The Supervisory Board of State`s Accounting School (Aug 2011 present) Past experience sinclude: - Secretary General of Finance Ministry (2006- Aug 2011) - Director General Treasury of Finance Department (2004) - Head of National Financial Accounting Body (2001) - Head of Data Processing and Budget Information (1999) - Director of Government Treasury and Cash (1998) - Director of Budget Development II (1995) Deddy S.A. Kodir, Commissioner Currently Chairman of Kopelindo (2008-present) Past experiences include : - Director of Human Resources & General Affair of Bulog ( ) - Director of Planning and Business Development of Bulog ( ) - Head of Human Resources Department of Bulog ( ) - Over 30 years experience at Bulog Institution Yoyok Sunaryo, Independent Commissioner Currently Entrepreneur in Agro Business. Past experiences include : - Head of Milk Cooperatives Indonesia ( ) - PUSKUD facilitator ( ) - Head Coordinator at Milk Cooperative Indonesia Mojosongo ( ) - Manager at Milk Cooperative of Indonesia Cirebon ( ) Syamsul Effendi, Independent Commissioner Currently Advisor of PT Wana Subur Lestari (2011-present) Past experiences include : - Secretary of Kopkapindo - Associate Director of General Affair Manager at PT Kutai Timber Indonesia ( ) - Manager General Affair at PT Kutai Timber Indonesia ( ) Margustienny, Independent Commissioner Currently Civil Servant of Finance Ministry (Feb 2012-present) Past experiences include : - Head of Public Service Agency Housing - Finance Centre of State Ministry of Housing (2010-Feb 2012) - Over 30 years experience at Finance Ministry 21

22 Financial Summaries 22

23 Key Financial Balance Sheet Total Assets (Rp. Tn) Period Percentage % Y o Y 24.87% % Y to D 10.04% Mar-12* Dec-12 Mar-13* Asset increase due to an increase of customer deposit by 24.87% from Rp57.9 trillion to Rp72.3 trillion. Total Loans (Rp. Tn) Period Percentage % Y o Y 29.78% % Y to D 4.40% 36.6 Loan increase from commercial and SME loan. Mar-12* Dec-12 Mar-13* * Unaudited 23

24 Key Financial Balance Sheet Total Third Party Deposits (Rp. Tn) Savings Currenct Account Time Deposit Mar-12* Dec-12 Mar-13* Total Shareholders Equity (Rp. Tn) Period Percentage % Y o Y 27.65% % Y to D 13.70% Deposits increased year-on-year by 27.65% from Rp48.1 trillion to Rp61.4 trillion. Increases came from time deposit and savings Period Percentage % Y o Y 15.56% % Y to D 4.00% Mar-12* Dec-12 Mar-13* * Unaudited 24

25 Overview of Loan Portofolio Consumer Commercial, including Bulog Micro Small and Medium Enterprise (SME) Rp.36.6 Tn 11.14% Rp Tn 8.00% Loan segment Micro Loan size < Rp.500 M 48.33% 53.76% Bulog 9.61% * Bulog 16.66% * SME Rp.500 M Rp.25 Bn 6.83% 5.73% Commercial > Rp.25 Bn 33.70% 32.51% Mar-12 Mar-13 From Total Loan. Since 2013 we shifted loan to Bulog from SME segment to Commercial segment 25

26 Funding Composition Funding Composition (by product) Funding Composition (by segment) Savings Current Time Deposit Rp. 48.1Tn 23.12% 20.39% 56.49% Rp Tn 21.54% % % SME 32.47% Consumer 32.99% Commercial 34.54% SME 22.42% Consumer 28.10% Commercial 49.48% Mar-12 Mar-13 Mar-12 Mar-13 26

27 Core & Supplementary Capital Core Capital Supplementary Capital 4.82% 4.25% 4.12% 13.47% CAR 18.29% 12.09% CAR 16.34% CAR 16.96% Mar-12* Dec-12 Mar-13* Our CAR level is sufficient enough for loan expansion * Unaudited 27

28 Key Financial Earning Earning Before and After Tax (Rp. Bn) Earning Before Tax Earning After Tax 1, Mar-12* Des-12 Mar-13* Net profit year-on-year increased by 23.37% from Rp181.3 billion to Rp223.7 billion. This was due to an increase of net interest income Periode % EBT % EAT %Y o Y 19.12% 23.37% * Unaudited 28

29 Key Financial Balance Sheet Net Interest Income (Rp. Bn) 2,462 Period Procentage % Y o Y 13.68% Net Interest Income year-onyear increased by 13.68% from Rp 519 billion to Rp590 billion due to loan expansion. Mar-12* Des-12 Mar-13* Fee Based Income Net Interest Margin (NIM) (%) Treasury Public Service Credit Card Others Rp Rp Rp % 10.47% 8.81% 12.39% 8.44% 9.28% % 46.22% 54.36% 35.38% 27.55% 34.87% Mar-12* Des-12 Mar-13* Mar-12* * Unaudited Des-12 Mar-13* 29

30 Key Ratio Loan-to-Deposit Ratio (LDR) (%) Cost-to-Income Ratio (CIR) (%) Mar-12* Des-12 Mar-13* Mar-12* Des-12 Mar-13* LDR year-on-year increased by 1.47 % from 75.21% to 76.68%. * Unaudited 30

31 Key Ratio Gross Non-Performing Loan (NPL) (%) Net Non-Performing Loan (NPL) (%) * Mar-12* Des-12 Mar-13* Mar-12* Des-12 Mar-13* Our gross NPL stood at level 2.38% and net NPL at 1.49% on March * Unaudited 31

32 Key Ratio Return-on-Equity (ROE) (%) Return-on-Assets (ROA) (%) Mar-12* Des-12 Mar-13* Mar-12* Des-12 Mar-13* Capital Adequacy Ratio (CAR) (%) We target to maintain ROE around 20% by the end of 2013 We target to maintain CAR above 12% Mar-12* Des-12 Mar-13* * Unaudited 32

33 Award 2013 Indonesian Bank Loyalty Index (IBLI) Awarded for Saving Account Conventional Banking (Asset > 75 T) from InfoBank Magazine and MarkPlus Insight. Indonesian Bank Loyalty Index (IBLI) Awarded for Top 10 Credit Card for Loyalty Program from InfoBank Magazine and MarkPlus Insight. 33

34 Strategic Plan 34

35 Strategic Plan Enhance the Role of Risk Management and Compliance Aspects Strenghtening the Structure of Capital Enlarge the Composition of SME`s, Micro and Consumer Business Strenghtening of Corporate Culture Become a Trusted Bank for Financial Services Focus on Excelling in Business Segments Inprovement of Information Systems, Technology and Procedures Enhances Strategic Partnership Improvements of value chain and cross selling 35

36 Thank You 36

37 Q & A 37